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CPI office augments mission effectiveness, efficiency

  • Published
  • By Marisa Alia-Novobilski
  • Air Force Materiel Command Public Affairs

WRIGHT-PATTERSON AIR FORCE BASE, Ohio -- Sometimes it takes an outsider’s perspective to discover a new way of thinking about a work process to make it more efficient and effective in execution.

For the Air Force Materiel Command Continued Process Improvement team, the ‘outsider perspective’ is the heart and soul of their Air Force mission, which is to help AFMC teams to improve functions and processes across the command footprint.

“The goal of Air Force CPI is to eliminate waste and maximize value so that Airmen and civilians are able to be more efficient and effective in their jobs,” said LaVonne Allen, a program analyst in the AFMC Plans, Programs, Requirements and Assessments branch. “We use a number of proven CPI tools to help create new ways of thinking about problems and processes, producing solutions for not only teams here but ones that can ultimately expand to the enterprise level.”

The Air Force CPI program, previously known as Air Force Smart Operations for the 21st Century (AFSO21), leverages Airmen innovation and new technologies to create a continuous cycle of process improvement and change in the service culture. The goal of the program is to improve mission execution while reducing costs, which ultimately maximizes customer, i.e. taxpayer, value of the force.

AFMC CPI practitioners are trained to use tools such as Lean Six Sigma methodologies, practical problem solving, and process engineering and re-engineering, among others, to help organizational units become more efficient and effective. CPI managers at the headquarters, center and wing level work one-on-one with teams looking to improve and can help facilitate problem solving, coach solution implementation and provide guidance for ongoing improvements across all missions and functional areas.

“Our people are the best resources to understand how to improve the efficiency and effectiveness of a business process,” said Allen. “Oftentimes a civilian or Airman has an idea about a way they can improve a work process but lack the resources to suggest and implement change. That’s where the CPI team can help.”

Since inception, the AFMC CPI office has facilitated a number of activities across the command, ranging from consultations and process improvement events to strategic alignment and planning change. In 2018, the team played a key role in the headquarters merger of the separate Air, Space and Information Operations (A3) and Communications (A6) directorates into the Air, Space and Cyberspace Operations directorate (A3/6), helping to codify the strategic goals, mission and vision of the new organization. More recently, the team codified the 10 AFMC Enterprise Key Working Processes, helping draw a greater focus on mission-critical activities with a direct impact on readiness for the force.

“We can coordinate and integrate continued process improvement command-wide, whether in the laboratory, products, testing, logistics or specialized mission areas,” said Allen.

The CPI office’s biggest challenge, according to Allen, is helping Airmen and civilians to be aware that they exist and stand ready to help identify and implement solutions across the mission spectrum.

“We are the problem solvers of the Air Force. Whether a large organizational change or an improvement to a day-to-day routine process, our team can help,” said Allen. “We need our civilians and Airmen to reach out to us with their ideas, and we will facilitate their efforts to help create that change.”

To contact the command CPI team with a problem or solution for change, email An Air Force-certified process improvement manager will evaluate the request and respond based on specific needs.

Edwards provides care, opportunities for children aged six weeks through high school graduation

Edwards provides care, opportunities for childrenaged six weeks through high school graduation

The Child and Youth Program at Edwards AFB provides care and opportunities for kids ages six weeks old through high school graduation. A brief summary of those services follows:

  •                    The Child Development Center cares for children ages 6 weeks to 5 years, with a DOD-wide curriculum. The curriculum is focused on learning through play activities supporting social, emotional, physical and intellectual development. Installations across DOD follow the curriculum on the same timeline to allow seamless permanent change-of-station transitions for youth enrolled in care.
  •                    The School Age Center provides before and after-school care and summer camp for children ages 5 to 12. During school breaks, full-day camps are offered. SAC promotes cognitive, social, emotional, cultural, language and physical development through programs that encourage self-confidence, curiosity, self-discipline and resiliency.
  •                    The open recreation program at the Main Youth Center provides a safe space for ages 9 to 12 to attend after school. Programs include Power Hour, STEM, Torch Club, social recreation, youth camps, special events and more.
  •                    The youth sports program provides intro and league opportunities for ages 3 to 12, and promotes inclusiveness, self-discipline, commitment, resiliency and social skills. There are four sports offered annually for ages five to 12: baseball/softball, soccer, flag football and basketball. Smart start programs are available to ages 3 to 5. There are many other sports and camps offered throughout the year.
  •                    The Teen Center is available for ages 13 to 18 during the school year. Programs offered include Military Youth of the Year, Keystone Club, social recreation, STEM activities, college trips, leadership camps and more.
  •                    Youth programs (SAC, open rec and teen) are affiliated with the Boys and Girls Clubs of America and 4-H.
  •                    Family Child Care homes – there are currently three FCC homes on the installation. They can provide care for ages two weeks to 12 years. FCC providers are trained by Child and Youth Program training and curriculum specialists and have the flexibility to determine their hours of operation and the ages of youth within their care. The program’s new dedicated manager, Jennifer Stegmann, may be reached at 661-275-7529.

Although CDC enrollment capacity is 317, not all slots are currently filled because of a shortage of childcare workers. School Age Center enrollment capacity is 156. After-school care enrollment is 130. Before-school care enrollment is 75. Summer Camp 2022 was at its capacity and enrollment for Summer Camp 2023 opens April 3.